Provided by James R. Martin, Ph.D., CMA
Professor Emeritus, University of South Florida
1. How do Kaplan and Norton define a strategy? (See the Balanced Scorecard summary and the Kaplan & Norton 1997 summary). (See Porter's table and read the Porter 96 summary for much more depth. Also see the Fonvielle & Carr and Kaplan & Norton 2000, 2001a and 2001b summaries and the Birkett 1995 summary on knowledge management and core competencies. Other strategy articles include Campbell & Alexander, Kim & Mauborgne 2002, Kim & Mauborgne 2004, Luehrman, Christensen, Hammer, Iansiti & Levien, Porter 1980, Porter 1987, and Porter 2001).
5. The internal business process perspective relates to the generic internal value chain. What are the parts of this chain and what are some measurements for each part? (See the BSC Summary). (The Birkett 1995 summary is also applicable to this question).
6. Kaplan and Norton indicate that the metaphor for the BSC should be a flight simulator, not a dashboard of instrument dials. What do they mean by this? (See the Kaplan & Norton 1997 and the Epstein and Manzoni summaries).
7. What is balanced by the BSC? (See the BSC Summary).
8. What is the difference between diagnostic measures and strategic measures? (See the BSC Summary).
11. According to Kaplan and Norton, should all stakeholders be represented on the BSC? Why? (See the Kaplan & Norton 1997 summary).
12. Does the BSC concept resolve Deming’s complaint concerning management by objectives and results? If so how? Deming said "A goal without a method is nonsense." (See the Deming topic, Kaplan & Norton 2001, Chapter 12 and Sears example. See also Schonberger 2008 who is critical of the scorecard approach).
14. Is the BSC concept consistent with the theory of constraints? (See the TOC topic).
21. Is the BSC applicable to small companies and service organizations? (See the Chow, Haddad & Williamson summary).
22. Is the BSC applicable to individuals, i.e., should each employee have a personal scorecard? (See the Kaplan & Norton 1996, Chow, Haddad & Williamson, Fonvielle & Carr, Birkett 1995 and Kaplan & Norton 2001 Chapter 3 summaries).
23. How do you know when you get your scorecard balanced? (See the Porter, Epstein & Manzoni, and Reilly & Reilly summaries for some ideas. The benchmarking summaries such as Murray, Zimmerman & Flaherty and Colburn, Grove & Fukami are also relevant to this question).
25. Does the Balanced Scorecard resolve the issue over performance measurements? (See the Reilly & Reilly, Jalbert & Landry, Ridgway, Kurtzman, Tatikonda & Tatikonda, Ittner & Larcker 98, Ittner & Larcker 2003, Hayzen & Reeve and Schonberger 2008 summaries. All of the summaries on EVA and other related measurements are also relevant. Lev, Kaplan & Norton 2004, and Ulrich & Smallwood emphasize intangibles).
26. What is a Strategy Map and how is it related to the Balanced Scorecard? Does the strategy map solve the problems described by Reilly & Reilly and Ittner & Larcker? (See the BSC Summary, Campbell & Alexander the Kaplan & Norton 2001 summary and MAAW's Strategy Graphics section).
27. Discuss and compare the measure network with the balanced scorecard. (See the Reilly & Reilly summary).
30. Look at some of the Balanced Scorecard software available on the BSC links (e.g., Ergometrics) and comment on your view of the usefulness of the software.